Focal points:

Mr A. Dieng

Regional Director

West Africa

email: abdou.dieng@wfp.org

Ms L. Savelli

Country Director

email: lena.savelli@wfp.org

World Food Programme, Via Cesare Giulio Viola, 68/70, 00148 Rome, Italy

Executive Board

Second regular session

Rome, 26–29 November 2018

Distribution: General

Date: 31 October 2018

Original: English

* Reissued for technical reasons on

16 November 2018

Agenda item 8

WFP/EB.2/2018/8-A/9*

Operational matters – Country strategic plans

For approval

Executive Board documents are available on WFP’s website (https://executiveboard.wfp.org).

Senegal country strategic plan (2019–2023)

Duration January 2019–December 2023

Total cost to WFP USD 74, 798, 493

Gender and age marker* 3

* http://gender.manuals.wfp.org/en/gender-toolkit/gender-in-programming/gender-and-age-marker/.

Executive summary

Despite significant economic growth and democratic stability, Senegal is a least-developed and

food-deficit country; some regions have high rates of food and nutrition insecurity, particularly in

the north, south and east. The agriculture sector is dominated by subsistence farming and

constrained by limited access to inputs, technology, finance and credit; most of the population is

employed in the sector. Poverty and food insecurity are closely related to unsustainable resource

management, climate change and gender inequality. Rural poverty, under-development and

climate change are drivers of migration, with women, children and the elderly left at home and

increasingly vulnerable.

WFP will support the Government in operationalizing sustainable safety nets and

shock-responsive social protection programmes with a view to addressing food and nutrition

insecurity, resource degradation, climate change adaptation, disaster risk reduction and

educational development through school meals based on local smallholder production aiming for

inclusive economic growth as part of a sustainable hand-over strategy.

The country strategic plan for 2019–2023 is informed by a national zero hunger strategic review

conducted in 2017. Under the CSP WFP will focus on gender-transformative and adaptive social

WFP/EB.2/2018/8-A/9 2

protection and resilience programmes aimed at four strategic outcomes as investments in the

humanitarian-development nexus. The four strategic outcomes are:

➢ Strategic outcome 1: Food-insecure populations in targeted areas, including school-

aged children, have access to adequate and nutritious food all year.

➢ Strategic outcome 2: Vulnerable populations in targeted departments, including

children, pregnant and lactating women and girls and other nutritionally vulnerable

people, have improved nutritional status all year.

➢ Strategic outcome 3: Food-insecure populations and communities exposed to climatic

shocks and other risks in targeted areas have resilient livelihoods and sustainable food

systems all year.

➢ Strategic outcome 4: National and local institutions have strengthened capacities to

manage food security, nutrition security, social protection and resilience-building

programmes by 2023.

WFP will target the poorest regions, integrating its activities to build resilience in vulnerable rural

communities, with the school meals programme serving as a central entry point for a suite of

nutrition, disaster risk reduction and local procurement programmes that will be implemented in

the same localities to maximize impact.

WFP will pursue synergies by enhancing the convergence1 and integration of its own activities and

those of its partners in order to address issues across the humanitarian-development-peace

nexus. A gender-transformative approach will ensure that women are included as beneficiaries

and decision-makers, with economic opportunities and strengthened capacities that give them a

stronger voice and improve their position in society. WFP will contribute to the enhancement of

national systems, including social safety nets, focusing on capacity strengthening across all

activities with a view to their gradual transfer to government partners.

WFP’s primary partner is the Government, at all levels from national to local. Other partners

include United Nations agencies – particularly the Rome-based agencies – private-sector partners,

civil society and non-governmental organizations.

The country strategic plan will contribute to the achievement of the Government’s national

socio-economic development plan (Plan Sénégal Emergent); the United Nations development

assistance framework for 2019–2023, Strategic Development Goals 2 and 17 and

WFP’s Strategic Results 1, 2, 4 and 5.

Draft decision*

The Board approves the Senegal country strategic plan (2019–2023)

(WFP/EB.2/2018/8-A/9) at a total cost to WFP of USD 74,798,493.

1 “Convergence” as used here is the idea that humanitarian and development partners, where appropriate, should

undertake their separate activities in the same location, bringing to bear their comparative advantages and coordinating

the activities to enhance their effectiveness for better results and impact.

* This is a draft decision. For the final decision adopted by the Board, please refer to the decisions and recommendations

document issued at the end of the session.

WFP/EB.2/2018/8-A/9 3

1. Country analysis

1.1 Country context

Senegal is a least-developed West African country with an estimated population of

15.4 million people.2 Although it enjoys relative political stability it faces development

challenges, ranking 162nd of 187 countries in the 2016 Human Development Index.3 Some

39 percent of the population lives below the poverty line4 and 75 percent of households

suffer from chronic poverty.

Senegal has a Gender Inequality Index score of 0.521, slightly above the average for

sub-Saharan Africa. The percentages of women with some secondary education and

employed women are below the regional average. Literacy rates are 66 percent for men and

40 percent for women.5 In urban areas laws protecting women are generally respected, but

in rural areas traditional and religious practices such as early and forced marriage prevail,

leading to girls dropping out of school, reduced economic productivity and continued

gender inequality, which contribute to widening the hunger gap.

People aged under 25 constitute 60 percent of the population,6 and 16.6 percent of them

are unemployed.7 The number of children attending school has increased – primary school

enrolment was 88.1 percent in 2017 – but the drop-out rate is stagnant at 10.9 percent and

only 61.8 percent of school-aged children complete primary school; of these, 55.2 percent

are boys and 68.7 percent are girls.8

People with disabilities accounted for 5.9 percent of the population in the 2013 census; most

had a visual or mobility impairment and most were over 40.

There were 41,000 people living with HIV/AIDS in 2016, of whom 52 percent were on

anti-retroviral therapy; 55 percent of pregnant women living with HIV receive treatment to

prevent mother-to-child transmission.9

Natural resources are threatened by land degradation caused by unsustainable agricultural

practices, overgrazing, bush fires, population growth, poverty, disincentives related

to land tenure and poor planning of land use. Land degradation and severe rural poverty

are closely linked, particularly in agricultural and pastoral zones.10

Senegal has not suffered any major security incidents but it faces

the threat of terrorism and radicalization arising from violent extremism in neighbouring

countries, which combines with popular discontent over unemployment, poverty and cases

of corruption.11 Food insecurity, unemployment and the lack of employment and

2 See: https://www.un.org/development/desa/dpad

3 See: http://hdr.undp.org/en/countries

4 See The World Bank in Senegal at https://www.worldbank.org/en/country/senegal/overview.

5 United Nations Educational, Scientific and Cultural Organization (UNESCO) national educational profile for Senegal.

See http://uis.unesco.org/en/country/SN.

6 See The World Bank in Senegal. 2018. Country Profile: Senegal. at

https://www.worldbank.org/en/country/senegal/overview.

7 See: https://tradingeconomics.com/senegal/unemployment-rate.

8 Government of Senegal. 2018. Annual Report on the Performance of the Education Sector 2017.

9 UNAIDS. Senegal fact sheet. See http://www.unaids.org/en/regionscountries/countries/senegal.

10 World Bank. 2009. Senegal: Country Environmental Analysis. Sustainable Development Department Africa Region.

11 The Economist Intelligence Unit. 2015. Country Report: Senegal. Available at https://store.eiu.com/product/country-

report/senegal

WFP/EB.2/2018/8-A/9 4

entrepreneurial opportunities in agriculture can drive migration,12 which has led to rapid

urbanization13 and emigration.14 Internal migration may leave women, the elderly and

children behind in rural areas, vulnerable to drought and other risks,15 and reduce the pool

of agricultural labourers.16 All this, along with increases in food prices has aggravated food

insecurity and malnutrition in rural areas and in some urban districts.

1.2 Progress towards SDG 2

Progress towards SDG 2 targets

The Government is committed to transforming agriculture and food systems, including

through investment to achieve self-sufficiency in rice. There are nonetheless significant

challenges to the achievement of Strategic Development Goal (SDG) 2, particularly with

regard to climate shocks, unsustainable farming systems, lack of access to markets and

poor terms of trade for vulnerable smallholder farmers in marginal areas.

Access to food

Senegal achieved target 3 of Millennium Development Goal 1 – reduce by half the number

of individuals suffering from hunger by 2015. Despite a 50 percent reduction in hunger since

200017 the country ranked 67th of 119 on the 2017 Global Hunger Index.

Among Senegalese households, 83.1 percent had acceptable food consumption in 2016, but

a 2016 national food security survey18 showed that 16.9 percent had poor or borderline food

consumption, with disparities among regions;19 consumption was 23.9 percent in rural

areas and 10.2 percent in urban areas. This was confirmed by a 2017 integrated context

analysis. In 2016, 20.7 percent of HIV-affected households in the country were

food-insecure, while in the Kolda region the rate was 47.8 percent.20

A February 2018 emergency food security assessment in northern Senegal revealed food

insecurity at 38 percent in Podor, 35 percent in Ranérou, 27 percent in Matam and

23 percent in Linguère and Kanel. A March 2018 Cadre Harmonisé showed that

345,000 people were in Phase 3 crisis situations in the departments of Podor, Matam,

Ranérou, Kanel, Tambacounda and Goudiry, while 753,000 were expected to be in crisis

during the lean season from June to September.

Food insecurity is recurrent and strongly linked to poverty, unsustainable food production,

recurrent climate shocks, high food prices, dependence on local markets and low household

and community resilience.

12 United States Agency for International Development. 2017. Senegal Conflict Vulnerability Assessment Final Report; FAO.

2016. Addressing Rural Youth Migration at its Root Causes: a conceptual framework.

13 The 2013 General Population, Housing, Agriculture and Livestock Census showed that the rate of urbanization increased

from 34 percent in 1976 to 45 percent in 2013.

14 In the past five years, 1.2 percent of the population has left the country. The principal destinations were Europe –

44 percent; West African countries – 28 percent; and Central African countries – 12 percent. The principal motive was the

search for employment.

15 Overseas Development Institute. 2015. Understanding patterns of climate-resilient economic development: Senegal.

16 International Fund for Agricultural Development (IFAD). 2016. Migration and transformative pathways.

17 International Food Policy Research Institute. 2017. Global hunger index report.

18 Rural household food insecurity was 15 percent in 2010, 25 percent in 2013, 28 percent in 2015 and 24 percent in 2016.

19 Tambacounda – 44.1 percent; Sédhiou – 36 percent; Kédougou – 27.8 percent; Matam – 27.2 percent; Kolda –

26.9 percent; Fatick – 25.3 percent.

20 Ministry of Health and WFP. 2016. Evaluation of food and nutrition insecurity of households and persons infected and

affected by HIV/AIDS.

WFP/EB.2/2018/8-A/9 5

End malnutrition

Global acute malnutrition (GAM) affected an average 9 percent of children under 5 in 2017.21

Although GAM rates have improved, they exceeded the emergency threshold in the

northern and eastern parts of the country in 2015.22 GAM rates tend to increase during lean

seasons due to a lack of food and clean water, poor sanitation and disease, especially in

Saint-Louis, Matam, Louga, Diourbel and Tambacounda regions in the north and east.

Chronic malnutrition affects 17 percent of the population, with much higher rates in some

regions.23 Among women of childbearing-age, 31.6 percent are malnourished and

22 percent suffer from chronic energy deficit.24

Micronutrient deficiencies (iron, iodine, vitamin A and zinc) are widespread. Anaemia affects

57.5 percent of women and 66 percent of children under 5. Obesity, diabetes and

hypertension are increasing;25 20.4 percent of adults living with HIV are malnourished.26

Smallholder productivity and incomes

The agriculture sector, which includes pastoralism and fishing, contributes 17 percent of

gross domestic product and employs 70 percent of the population;27 62 percent of farming

households are poor, compared with 33 percent of non-farming households.

Women in rural areas constitute most of the labour force; 70 percent are active in

subsistence agriculture, compared with 30 percent of men. Most men farmers produce cash

crops such as peanuts and cotton, fish or raise livestock. Migration by men to urban areas

to seek employment means that women take over men's food production and other

responsibilities as well as marketing, household purchases and social and community

duties. Nonetheless, women own only 9.8 percent of the land in rural areas.28

The agriculture sector is mainly subsistence-based and provides half of the population’s

food needs; food imports offset shortages.29 Food prices have been high and variable since

the 2008 global food crisis, limiting access to food by poor households.30 Most farmers are

not members of farmers' associations and have limited access to financing.

Sustainable food systems

Food production systems, 70 percent of which are rain-fed, are highly vulnerable to climate

shocks that reduce crop quality and yields, constrain livestock productivity and increase

locust invasions, which have a negative impact on food availability and prices.31

21 Standardized monitoring and assessment of relief and transitions, 2017: Podor – 9.6 percent; Matam – 10.5 percent;

Louga – 9.3 percent; and Tambacounda – 6.8 percent.

22 Ibid. 2015. Podor – 18.2 percent; Matam – 16.5 percent; Louga – 16 percent; and Tambacounda – 12.5 percent.

23 Sédhiou – 29.6 percent; Kédougou – 25 percent; Tambacounda – 24.9 percent; and Kolda – 23.7 percent.

24 National Agency for Statistics and Demography. 2016. Enquête démographique et de santé continue 2016.

25 Plan stratégique multisectoriel de la nutrition du Sénégal, 2018–2022. Obesity and overweight – 22 percent; hypertension –

24 percent; diabetes – 2.1 percent.

26 Ministry of Health and WFP. 2016. Evaluation of food and nutrition insecurity of households and persons infected and affected

by HIV/AIDS (Evaluation de l’insécurité alimentaire et nutritionnelle des personnes et ménages infectées et affectés par le VIH/SIDA).

27 World Bank. 2017. World Development Indicators: Sénégal.

28 Direction de l'analyse, de la prévision et des statistiques agricoles, 2015.

29 Agence nationale de la statistique et de la démographie. 2013. Recensement général de la population et de l’habitat,

de l’agriculture et de l’élevage. .

30 WFP–Commissariat à la sécurité alimentaire (CSA) market monitoring, March 2018.

31 United States Agency for International Development. 2017. Climate change risk profile: Senegal.

WFP/EB.2/2018/8-A/9 6

Despite some commercialization and an increased food supply, the use of modern

crop varieties, fertilizers and machinery is limited. Weather forecasts are unavailable, which

limits farmers’ ability to manage risks. Farmers are affected by post-harvest losses,

inadequate storage facilities and limited market access. There is growing evidence of a

decline in land fertility caused by monocultures, mining, deforestation and salinization,

exacerbated by high population growth and accelerated urbanization.

Macroeconomic environment

Senegal’s economic growth rate of 6.5 percent, one of the fastest in Africa, is expected to

remain stable until 2020, when, some predictions indicate, oil production will stimulate an

increase to 9.9 percent.32 However, uneven access to the benefits of growth and

economic development magnifies disparities between regions, rural and urban areas and

age and gender. Obstacles to growth include climate shocks, low education rates and

insecurity.33

Key cross-sector linkages

Gains and losses in terms of poverty alleviation, sustainable resource management,

climate change mitigation and gender are linked; climate changes tend to affect women

smallholders more than other farmers.

SDG 2 is an important catalyst for achieving SDG 1 – ending poverty, SDG 5 – gender equality,

SDG 13 – climate change mitigation and SDG 15 – promoting sustainable resource

management. Improving the quality of education under SDG 4 would promote progress in

areas such as local development.

Farming households bear the brunt of poverty and are highly vulnerable to climate shocks,

which reduce household and community resilience. During lean seasons poor households

eat less, reduce their dietary diversity and employ negative coping strategies such as selling

productive assets and livestock, taking on debt, deforestation and migrating.34

There has been progress towards educational goals but challenges remain, particularly in

rural areas and among girls and poor households. The literacy rate is 57 percent and

primary school enrolment is 87.3 percent overall, 81.1 percent among boys and 93.7 percent

among girls, with significant regional disparities.35

In 2017 the primary completion rate was 61.8 percent – 55.2 percent for boys and

68.7 percent for girls – well below the 90 percent overall target.36 The rate in Matam is

50.1 percent, in Louga 46.6 percent, in Diourbel 36.8 percent and in Kaffrine 32.9 percent,

all below the national average; 56 percent of girls of secondary school age are out of school,

compared with 48 percent of boys.

Women and girls account for 51 percent of the population. The fertility rate is 4.9 children

per woman. Gender inequalities have decreased, but are nonetheless significant in the legal

age for marriage, parental authority and inheritance. Women are essential to agricultural

production and food security, but they lack adequate access to land and inputs, have lower

literacy rates and suffer disproportionately from hunger, poverty and malnutrition.

32 Economist Intelligence Unit. 2015. Country Report: Senegal.

33 See: https://www.afdb.org/en/countries/west-africa/senegal/senegal-economic-outlook.

34 Agence nationale de l’aviation civile et de la météorologie, WFP and Columbia University. 2013. Climate risk and food

security in Senegal: Analysis of climate impacts on food security and livelihoods.

35 Kaffrine – 47.2 percent; Diourbel – 55.8 percent; Louga – 69.4 percent; Matam – 74.1 percent; Tambacounda –

77.9 percent.

36 Government of Senegal. 2018. Annual Report on the Performance of the Education Sector 2017 (Rapport annuel de

performance du secteur de l’éducation et de la formation 2017).

WFP/EB.2/2018/8-A/9 7

1.3 Hunger Gaps and Challenges

A 2017 zero hunger strategic review revealed the following systemic hunger gaps

and challenges:

➢ Agriculture, food and nutrition security: limited access to safe and nutritious food

throughout the year, especially during lean seasons; inconclusive land reforms and

unequal access to production resources; limited storage capacity and high post-harvest

losses; and lack of a harmonized plan for food and nutrition security interventions.

➢ Sustainability: unsustainable land management practices; limited disaster

risk prevention and reduction systems; over-exploitation of fish stocks; insufficient

training for farmers in sustainable land management and modern production methods.

➢ Institutions: weak inter-ministerial coordination; lack of multi-sectoral approaches;

weak information management and monitoring systems; lack of reliable agricultural

data such as multi-sector nutrition information; and inadequate coordination between

international and national programmes.

➢ Social protection: limited coverage of school meals programmes; limited coverage of

social safety nets; lack of synergy between safety-net programmes; challenges in

implementing the single national registry; and the need for more inclusive policies for

safety nets and school meals.

1.4 Key country priorities

Government

In 2014 the Government adopted the Plan for an Emerging Senegal (Plan Sénégal Émergent,

or PSE), a 20-year strategy to guide the implementation of coherent economic and

social development policies. Pillar 2 of the PSE aims to promote human capital by improving

people's living conditions and reducing social inequalities; it includes social protection and

resilience for the most vulnerable, gender equality, improved disaster risk prevention,

optimal use of natural resources and sustainable development. The following food-security

policies are in place to implement the PSE:

➢ A national strategy for social protection for the period 2016–2035 (Stratégie nationale

de protection sociale – SNPS (2016–2035)) aims to expand the money-transfer schemes

of the national family safety net programme and to promote complementary actions

that support PNBSF (Programme national de bourses de sécurité familiale)

beneficiaries, including persons with disabilities, through common targeting,

establishment of a single national registry, food security among children through school

meals and nutrition programmes and strengthened community resilience against

shocks and disasters.

➢ A multi-sector nutrition strategy (Plan stratégique multisectoriel de la nutrition

(2015-2035), or PSMN) promotes optimum nutrition through increased production and

availability of nutritious foods; better processing, distribution and pricing; improved

education, hygiene and sanitation; and access to integrated and decentralized nutrition

and health services, favouring gender-equitable communications.

➢ A national strategy for food security and resilience (Stratégie nationale de sécurité

alimentaire et de résilience (2015–2035), or SNSAR) seeks to increase food

availability, improve access to diverse and healthy foods, improve nutritional status,

especially among women, children and elderly people, enhance the resilience of

vulnerable populations against climate shocks, enhance food security coordination and

governance and improve institutional systems for prevention of and rapid response to

food crises.

WFP/EB.2/2018/8-A/9 8

➢ A national programme for improving quality, equity and access in respect of

basic education (Programme d'amélioration de la qualité, de l'equité et de la

transparence du secteur d'education (2018–2030), or PAQUET) is aimed at improving

learning outcomes in the initial primary school grades and improving equity in access

to basic education in line with SDG 4.

➢ A 2015 national strategy for gender equality and equity (Stratégie nationale pour l'egalité

et l'equité de genre au Sénégal, or SNEEG) promotes equal opportunities for women and

men to participate in development.

➢ A national agricultural investment programme for 2009–2020 (Programme national

d’investissement agricole, or PNIA) is aligned with the Economic Community of

West African States agricultural policy. Senegal is also working with partners in the

New Alliance for Food Security and Nutrition and the Global Alliance for

Resilience Initiative, which support governments in mobilizing private sector funding

for food security and nutrition.

United Nations and other partners

WFP is helping to develop a United Nations development assistance framework for Senegal

for 2019–2023 (UNDAF). WFP activities are aligned with the UNDAF results matrix approved

by the Government in 2018, which was developed in the context of the United Nations

“delivering as one” approach. WFP and the other Rome-based agencies, the United Nations

Children's Fund (UNICEF), the World Health Organization (WHO), the United Nations

Development Programme (UNDP), the United Nations Population Fund (UNFPA) and

UN-Women are collaborating in enhancing policies and capacities for economic

development; the reduction of inequalities; improved food and nutrition security; resilience

in the face of climate change; environmental protection; stronger educational and training

institutions; and improved access to health, nutrition and other services.

2. Strategic implications for WFP

2.1 WFP’s experience and lessons learned

WFP has been active in Senegal since 1963 providing humanitarian assistance, school meals,

malnutrition prevention and treatment, asset creation and livelihood development.

This country strategic plan (CSP) is informed by lessons learned and recent evaluations and

assessments.

Access to schools improved in Senegal between 2004 and 2014 but enrolment declined

between 2014 and 2015, coinciding with a steep decline in school feeding programme

coverage.37 A 2013 evaluation by the Consortium for Economic and Social Research found a

positive correlation between school meals and student performance, especially in rural

areas, and concluded that sustainable improvement of the learning environment through

school meals, health and nutrition interventions was fundamental for children living in

disadvantaged and food-insecure areas. A 2016 mid-term evaluation of the Senegal country

programme found that the use of cash-based transfers (CBTs) in school meals programmes

helped to increase the regularity and diversity of meals, improved food storage and

stimulated local agricultural production and economies.

A 2013–2016 evaluation of WFP’s Purchase from Africans for Africa programme in Senegal

found that communities were more supportive of school meals when local smallholder

production was linked to education through home-grown school feeding. The programme

benefited small-scale producers, 40 percent of whom were women, through increased

yields and more time to devote to household matters. The evaluation recommended that

37 National Strategy for Social Protection (Stratégie nationale de protection sociale - SNPS (2016–2035).

WFP/EB.2/2018/8-A/9 9

decentralized government institutions promote local ownership and that WFP support the

Government in the integration of local production into the national school meals

programme. A 2017 school meals review recommended improved food safety in schools.

A 2014 evaluation of food assistance for assets activities in Senegal (FFA) found improved

short-term food security, increased employment and food-production opportunities and

greater diet diversity among participating households; it recommended development of an

FFA-based resilience approach aligned with government policies, the decentralization of

processes and the development of a communications strategy for community mobilization.

Since then, FFA has evolved into the Rural Resilience Initiative (R4), emphasizing

community-level participatory planning and resilience-building. The R4 initiative is aligned

with the Government’s national adaptation plan for climate change and its resilience

strategy, and it integrates FFA into local development plans.

Impact evaluations of the R4 initiative found that it had improved household food security

through an integrated risk-management approach, reduction of the negative effects of

climate shocks and increased crop production. It was particularly beneficial for women, who

were able to take on decision-making roles and achieve financial autonomy.38

Lessons learned from a WFP/Institute for Development Studies initiative on

gender mainstreaming found that participatory approaches enabled women and men to

discuss social and economic issues, increased understanding of the roles of women and

men in child nutrition and reduced socio-cultural barriers.

Key recommendations from various evaluations39 include:

➢ increase synergies among WFP’s activities and greater coherence with partners'

interventions to achieve sustained impact;

➢ increase collaboration and coordination with national and local authorities;

➢ engage in adaptive social protection by supporting households affected by

seasonal shocks and integrating nutrition into social-protection schemes;

➢ increase community participation in programme planning and implementation;

➢ articulate an exit strategy for WFP interventions in household food security and

rural community resilience;

➢ focus malnutrition interventions on prevention and nutrition-sensitive activities; and

➢ mainstream gender equality, nutrition-sensitive programming and

capacity strengthening.

2.2 Opportunities for WFP

A zero hunger strategic review, consultations with partners, lessons learned and evaluations

identify opportunities for WFP to support the Government in achieving SDG 2:

➢ promote synergies and complementarity among food security and

nutrition interventions;

➢ support access to quality food and balanced diets among vulnerable households

through an integrated social-protection programme;

➢ support the scale-up of a national home-grown school meals programme in

vulnerable areas integrated with local purchases;

38 Commissioned by WFP in 2015 and 2016.

39 Including the evaluation of Senegal country programme 200249 (2012–2016).

WFP/EB.2/2018/8-A/9 10

➢ support rural community development, create employment opportunities for women

and young people and build their skills;

➢ improve the resilience of smallholders in the face of climatic shocks and other risks by

diversifying livelihoods, improving the management of natural resources, enhancing

risk management and establishing links with markets;

➢ leverage local food production to promote diverse and nutritious diets and

employment and entrepreneurial opportunities in rural agriculture;

➢ support emergency responses and strengthen national capacity for shock-response,

early warning and disaster risk management and response systems;

➢ Strengthen capacities for scaling up food and nutrition assistance modalities,

mechanisms and tools;

➢ Prevent and treat all forms of malnutrition and micronutrient deficiencies through

integrated multi-sectoral actions and strengthen training, research and innovation in

nutrition-specific and nutrition-sensitive programming and capacity strengthening; and

➢ mainstream gender, nutrition, HIV and protection into the design and implementation

of public policies, programmes and projects.

2.3 Strategic changes

WFP will support the development of national capacities with a view to transferring

programmes such as targeted food assistance, nutrition and school meals to the

Government. The number of beneficiaries directly supported by WFP will decline during the

CSP as government capacity and responsibilities increase.

WFP’s programmes will use an integrated approach to addressing issues in the

humanitarian-development nexus. In line with government priorities, WFP will focus on

resilience-building to strengthen the adaptive capacity of vulnerable populations and to

reinforce national capacities for emergency preparedness and response, including with

regard to food and nutrition security monitoring. Communities affected by seasonal food

and nutrition insecurity will receive food or cash assistance and benefit from

complementary activities to build long-term resilience. WFP will monitor risks and support

emergency responses if needed.

Capacity strengthening will be included in all WFP activities and will address the cross-cutting

areas of food and nutrition security analysis, emergency preparedness and response,

supply-chain management, gender-transformative safety net design and management,

training, technical and material support and South–South cooperation. WFP will support the

development of policies for food security and resilience, nutrition and social protection.

WFP will complement and help strengthen government-led safety nets and

shock-responsive social-protection systems. The efficiency of the national safety net system,

for example, will be enhanced by strengthening the single national registry, and technical

capacity acquired in integrating local purchases from small-scale farmers for school feeding

will help to link school feeding to more general social and economic goals, thereby

increasing local support. WFP will work with the private sector to promote local purchases

of quality foods from smallholder farmers, which will contribute to improving the quality of

locally produced nutritional products and contribute to the development of food

value chains.

Smallholders will be trained in skills related to quality and procurement standards, storage

and supply-chain management. WFP and its partners will address post-harvest losses

through measures aimed at the improvement of storage facilities and management.

WFP/EB.2/2018/8-A/9 11

WFP will better integrate its activities and ensure coherence and complementarity with

those of its partners to maximize synergies at the community level to contribute to changing

the lives of vulnerable groups such as women and other disadvantaged people.

Vulnerable food-insecure populations will benefit from interventions including lean-season

food assistance, resilience-building for climate shocks, the promotion of integrated

sustainable food systems and school meals that facilitate learning and retention.

Integrated prevention and treatment for acute and chronic malnutrition will be scaled up.

Nutrition will be integrated into WFP activities such as nutrition-sensitive asset creation, local

purchases, food fortification, social and behaviour change communications and nutrition

education.

Resilience-building activities will provide integrated support for food-insecure communities

vulnerable to climate shocks through asset creation, increased access to savings and credit,

climate services and weather index insurance and measures to link smallholder farmers

with markets. In line with WFP's environment policy, activities will integrate environmental

and social considerations.

Women will take on key roles in decision-making and have greater access to economic

opportunities. WFP will promote gender equality through its capacity-strengthening

activities with government and other partners and will foster policy dialogue to address

social issues.

3. WFP strategic orientation

3.1 Direction, focus and intended impacts

WFP interventions will address four linked objectives to support the Government in

enhancing social protection and food security by:

➢ ensuring that vulnerable households benefit from extended safety net programmes,

including school meals to meet basic food and nutrition needs;

➢ improving the nutritional status of children under 5, pregnant and lactating women and

girls, including those living with HIV, and other nutritionally vulnerable people;

➢ enhancing the resilience, livelihoods and food and nutrition security of

vulnerable smallholder farmers and pastoralists, particularly women and young

people, taking environmental sustainability into account; and

➢ supporting national social-protection, nutrition, food-security and resilience

programmes to meet the needs of food-insecure populations.

Gender equality, protection, disability, HIV/AIDS, nutrition enhancement and

capacity strengthening will be cross-cutting concerns in all interventions.

WFP will focus on resilience-building. Vulnerable households affected by shocks will first

receive unconditional transfers during lean seasons; their resilience to climate and other

shocks will be enhanced through an integrated approach including asset creation and

insurance that will be activated when the lean-season transfers have been completed. WFP

will at the same time work with vulnerable communities to strengthen their emergency

preparedness and response capacity.

WFP will build on food security and nutrition programmes implemented by the Government

and other partners to increase the reach of national responses and the capacity of

government institutions to take over WFP's interventions, especially at the sub-national

level. To that end WFP will promote greater involvement of local authorities in programme

planning and monitoring and build their capacity for and ownership of integrated

approaches to managing climate risks. Government school meals programmes will be

WFP/EB.2/2018/8-A/9 12

complemented with technical capacity strengthening with a view to establishing a

sustainable national home-grown school feeding programme.

WFP’s activities will reduce women’s burden and improve the quality of their lives through

increased income-generating activities and economic options.

WFP will target the poorest and most food-insecure regions. The school meals programme

will be the central entry point for nutrition, resilience, rural development and

local procurement interventions in these localities. Activities under the integrated resilience

package will be implemented in the prioritized regions – Matam, Saint-Louis, Louga,

Tambacounda, Kédougou, Kolda, Ziguinchor, Kaffrine and Kaolack.

WFP will use the national single registry as an entry point for beneficiary household

targeting. Very poor and food-insecure households will be selected from the registry and

verified through vulnerability analysis and mapping by means of WFP's community-based

targeting and household economic approaches. Gender-sensitive community targeting

committees will be set up to categorize households in terms of socio-economic status, which

will be followed by verification and triangulation of information. Final lists of very poor

households will be validated by community assemblies.

3.2 Strategic outcomes, focus areas, expected outputs and key activities

Strategic outcome 1: Food-insecure populations in targeted areas, including school-age children,

have access to adequate and nutritious food all year.

WFP will provide timely, adequate and high-quality food and nutritional products for

targeted populations, including through targeted food assistance for the most vulnerable

households affected by shocks (including those with people with HIV and disabilities), and

school meals in areas of high food insecurity with poor school enrolment and completion

rates to enable them to meet their basic food and nutrition needs throughout the year. WFP

will work with the Government to strengthen its capacities to enable the hand-over of

seasonal shock-responsive social protection and school meals. WFP will provide

complementary non-food items such as improved stoves, mats, cooking utensils and cups.

Focus area

This strategic outcome focuses on resilience-building.

Expected outputs

This outcome will be achieved through three outputs:

➢ Targeted beneficiaries (tier 1) receive timely and adequate food or CBTs that meet their

food and nutrition requirements.

➢ Children attending pre-schools and primary schools (tier 1) receive timely and adequate

school meals that meet their food and nutrition requirements and promote school

enrolment and attendance.

➢ Food-insecure people (tier 3) benefit from enhanced national government, local

government and community capacity to implement home-grown school feeding

and nutrition programmes.

Key activities

Activity 1: Provide seasonal food or CBT assistance to complement the Government’s social transfers to

food-insecure populations.

WFP will provide food, nutrition products or CBTs during lean seasons for an average

75,000 beneficiaries in poor, food-insecure, vulnerable households affected by seasonal

food insecurity and nutrition deficits. At least 51 percent of these beneficiaries will be

women and other vulnerable people, including those living with disabilities or HIV.

WFP/EB.2/2018/8-A/9 13

This activity will take place in lean seasons, when food security and nutrition deteriorate as

a result of depletion of household food stocks, high food prices and unfavourable terms of

trade for livestock and grains. Whenever funding allows, the food-assistance beneficiaries

will benefit from nutrition-specific and nutrition-sensitive activities in conjunction with

resilience-building under activities 3, 4 and 5. Complementary activities and technical

support will be provided by the Food and Agriculture Organization of the United Nations

(FAO) and UNICEF.

This activity will be implemented in partnership with the National Delegation for

Social Protection and Solidarity (Délégation à la protection sociale et à la solidarité nationale,

or DGPSN) and the National Council for Food Security (Conseil national de sécurité

alimentaire, or CNSA). WFP will complement the national social protection system and

support the enhancement of government capacity. The activity will be gradually handed

over as government capacity increases.

WFP will increase efficiency by introducing innovative cost-effective technologies for the

delivery of CBTs in remote locations, working to ensure that gender gaps in

communications, technology and finance will be addressed. Local markets will be helped to

acquire the capacities to respond to additional demand.

WFP will provide CBTs for women heads of household where possible and will seek to

involve women in decision-making. Communities will be sensitized to the importance of

women in household food security. Partnerships with community leaders and local

authorities will support full participation by women and optimize targeting. WFP will collect

data disaggregated by gender, age and other factors to monitor outputs and outcomes in

terms of benefits for women, young people and other groups.

Activity 2: Provide nutritious school meals to vulnerable children in targeted departments during the

school year in a way that relies on and stimulates local production (home-grown school feeding)

School meals will be provided for 294,500 school-age children in areas of food and nutrition

insecurity and poor educational outcomes, such as low gross enrolment or poor completion

rates in primary schools. Mainstreaming gender best practices and sensitization activities

will help to raise awareness of the importance of school attendance for boys and girls.

The use of CBTs will increase both efficiency and women’s autonomy in purchasing food in

shops. Food will be procured from farmers’ associations where possible to increase

agricultural production and stimulate local economies.

WFP will continue to provide technical assistance to the Government and partners in Dakar,

Thiès, Diourbel and Louga regions, where it will no longer support school meals. WFP’s direct

delivery of school meals will be reduced during the CSP as capacity strengthening increases

with a view to a transition to a sustainable national home-grown school meals programme.

An exit strategy will be developed with the Government based on an assessment of the

school meals programme.

The households of children in the school meals programme will benefit from

complementary WFP activities in nutrition, resilience, rural development and local

procurement to guarantee optimal results; complementary activities and technical support

will be provided by WHO, the United Nations Educational, Scientific and Cultural

Organization (UNESCO), UNICEF and UNFPA.

The main partner for this activity is the Ministry of National Education, which has overall

responsibility for implementing school meals, the National Agency for Early Childhood

Development and Centre for Toddlers (Agence nationale de la petite enfance et de la case des

tout-petits), the Ministry of Health and Social Action and DGPSN. These partnerships will

enable coordination among WFP and government activities to optimize results and develop

models for replication and scale up.

WFP/EB.2/2018/8-A/9 14

Strategic outcome 2: Vulnerable populations in targeted departments, including children,

pregnant and lactating women and girls and other nutritionally vulnerable individuals, have

improved nutritional status all year.

WFP will improve the nutritional status of beneficiaries such as children aged 6–59 months

and pregnant and lactating women and girls in targeted districts through targeted

supplementary feeding programmes for the treatment of malnutrition;

blanket supplementary feeding for the prevention of malnutrition; and salt iodization,

bio-fortification of local food and access to safe and nutritious food to reduce micronutrient

deficiencies. An integrated approach to the prevention and treatment of acute and chronic

malnutrition will be scaled up, and capacity for nutrition education and food fortification will

be strengthened, including through social and behaviour change communications to

promote healthy diets and lifestyles.

Focus area

This strategic outcome focuses on resilience-building.

Expected outputs

This outcome will be achieved through four outputs:

➢ Targeted children aged 6–59 months and pregnant and lactating women and girls

(tier 1) receive adequate and timely specialized nutritious foods to treat moderate acute

malnutrition.

➢ Targeted children aged 6–23 months and pregnant and lactating women and girls

(tier 1) receive adequate and timely specialized nutritious foods to prevent moderate

acute malnutrition and stunting.

➢ Targeted beneficiaries including mothers of children aged 6–59 months, adolescent

girls, pregnant and lactating women and girls and nutritionally vulnerable individuals

living with HIV (tier 2) receive nutrition education and social and behaviour change

communications to improve nutrition practices and prevent malnutrition.

➢ Vulnerable groups (tier 3) benefit from enhanced local capacity for the production of

safe, high-quality and nutritious local and fortified foods to prevent micronutrient

deficiencies.

Key activities

Activity 3: Provide beneficiaries with specialized nutritious foods and programmes such as SBCC to

prevent and treat acute and chronic malnutrition.

Targeted supplementary feeding will be provided for 209,000 children aged 6–59 months

with moderate acute malnutrition and malnourished pregnant and lactating women and

girls, including those living with HIV, in areas where global acute malnutrition (GAM) exceeds

the 10 percent “serious” threshold set by WHO.40 Blanket supplementary feeding will be

provided for 101,500 children aged 6–23 months and pregnant and lactating women and

girls in areas where GAM exceeds the 15 percent “critical” threshold. Complementary

feeding for 54,000 children aged 6–23 months will be implemented where stunting is

29 percent. Social and behaviour change communication (SBCC) and nutrition education will

promote diverse diets and improve nutrition status. This activity will be implemented in the

same locations as school meals and will be complemented by food fortification and

resilience activities.

40 Severe acute malnutrition is addressed by UNICEF.

WFP/EB.2/2018/8-A/9 15

To implement this activity, WFP will build on existing partnerships with government bodies

responsible for public health and nutrition services: the Committee for the Fight Against

Malnutrition (Cellule de lutte contre la malnutrition, or CLM); the Ministry of Health, DGPSN

and the Ministry of Agriculture. Partners Africare, Catholic Relief Services, Caritas,

Senegalese Red Cross, Action contre la faim and ACTED (Agence d'aide à la coopération

technique et au développement) will implement complementary activities.

Activity 4: Support the Government in addressing micronutrient deficiencies and enhance the availability

of diverse, safe and healthy foods.

WFP will support CLM and the Ministry of Health in salt iodization and food fortification,

assuming ownership of nutrition programmes and implementation of the Scaling Up

Nutrition and Renewed Efforts Against Child Hunger initiatives. This will include nutrition-

sensitive approaches for asset creation, local purchases of fortified foods, nutrition

education, SBCC, women’s empowerment and investment in human capital for economic

growth; SBCC and community awareness-raising will target individuals and community

leaders to promote understanding of infant feeding practices, the nutrition needs of

mothers and children, and family planning. Government administrators will receive

technical and policy support and local Ministry of Health staff will be trained.

WFP will work with the private sector to build the capacities of women's common initiative

groups to increase access to locally produced nutrition products with a view to developing

food value chains. WFP will work with government partners CLM, the Ministry of Health, the

Ministry of Education and DGPSN and WHO, UNICEF, UN-Women and UNFPA, which provide

technical support and conduct complementary activities.

Strategic outcome 3: Food-insecure populations and communities exposed to climatic shocks

and other risks in targeted areas have resilient livelihoods and sustainable food systems all year.

WFP will build on the success of the R4 initiative in Tambacounda, Kaffrine and Kolda regions

to reduce food insecurity and vulnerability and enhance resilience to shocks and adaptation

to climate change among smallholder farmers and communities in new targeted areas by

working with communities and households to create productive assets, providing technical

support for the diversification of livelihoods and facilitating access to insurance and climate

services. The activities will be implemented so as to minimize negative effects on the

environment.

Smallholder farmers and their organizations will have improved links with market

opportunities offered by WFP and partners. Technical support and training will be provided

to enable farmers to minimize post-harvest losses through improved handling and storage.

Preference will be given to women and young people and farmers’ organizations with at

least 50 percent women members.

Focus area

This strategic outcome focuses on resilience-building.

Expected outputs

This outcome will be achieved through four outputs:

➢ Targeted beneficiaries (tier 1) benefit from timely food assistance for assets creation

that meets their short-term food and nutrition needs and improves their resilience.

➢ Targeted populations (tier 2) benefit from assets built or improved and other livelihood

support interventions that enhance their productivity and resilience to recurrent

climate shocks.

WFP/EB.2/2018/8-A/9 16

➢ Targeted smallholders and their households (tier 2) benefit from climate adaptation

measures such as agricultural insurance, climate services and village cereal banks that

increase their adaptation to climate change.

➢ Targeted smallholders (tier 2) benefit from value-chain support that increases their

access to market opportunities through links with private sector and institutional

feeding programmes.

Key activities

Activity 5: Provide livelihood and climate adaptation support to targeted groups through integrated risk

management and links to market opportunities.

This activity will reach 270,0000 food-insecure beneficiaries in communities affected by

recurrent climatic shocks and structural food insecurity, including smallholder farmers,

women and young people in regions with high vulnerability to climate change and migration.

WFP will support an additional 20,000 smallholders producing cereals and pulses to enable

them to pay agricultural insurance premiums, and will continue to use its three-pronged

approach41 for resilience programming.

Under the R4 initiative integrated climate risk management approach, productive

community and household assets and livelihood support will be provided through FFA in

areas that are highly sensitive to climate variability, with a focus on climate-smart assets that

increase the resilience of the environment and reduce risks related to climate change. WFP

will facilitate improved access to agricultural insurance by transferring risks to the National

Agriculture Insurance Company of Senegal (Compagnie nationale d'assurance agricole du

Sénégal, or CNAAS).

This activity will be coupled with climate-related services and the establishment of village

cereal banks to build resilience. Climate information and advisory services will enable

communities and households to adapt to climatic shocks and risks.

WFP will facilitate smallholders’ access to microcredit, savings and agricultural insurance and

will promote rural financial inclusion. The capacities of local authorities and communities in

leadership, budget and project management, climate change adaptation and food security

will be reinforced. WFP aims to enable the Government to mainstream climate risk

management models such as R4 in its safety net and social protection programmes.

WFP will work with the Government to establish a national platform for food procurement

from local smallholder farmers based on a Purchase from Africans for Africa (PAA) pilot

initiative, to better link farmers to markets. WFP will support the Government in establishing

procurement strategies and procedures, linking smallholder growers of cereals and pulses

and market gardeners to school meals programmes, retailers and other potential buyers

and consumers. Based on needs assessment WFP will train and equip farmers

organizations, targeting women farmers in particular and promoting their full participation

in the farmers organizations that it supports.

WFP will build on its existing partnerships with the Ministry of Agriculture, the Ministry of

Education, the Ministry of Environment, CNAAS, the National Civil Aviation and

Meteorological Agency, the National Food Security Council (Conseil national de securité

alimentaire, or CNSA), DGPSN, FAO, the International Fund for Agricultural

Development (IFAD), Oxfam, local communities and cooperating partners in this activity.

Collaboration with WFP’s centres of excellence against hunger in Brazil and China will be

enhanced.

41 The three prongs of the approach are integrated context analysis, seasonal livelihood programming and community-

based participatory planning.

WFP/EB.2/2018/8-A/9 17

Strategic outcome 4: National and local institutions have strengthened capacities to manage

food and nutrition security, social protection and resilience-building programmes by 2023.

WFP will work to strengthen the capacities of the Government and partners at all levels to

manage food security and nutrition policies and programmes through training and technical

support in food security and nutrition analysis, early warning, insurance index design, supply

chain management and emergency preparedness and response. Gender analysis and

gender-transformative and HIV-sensitive programming will be mainstreamed. Capacity

strengthening activities will form an integral part of handover strategies that lead to

nationally owned sustainable food-security, nutrition and social-protection programmes.

Focus area

This strategic outcome focuses on resilience-building.

Expected outputs

This outcome will be achieved through three outputs:

➢ Food-insecure individuals and communities (tier 3) benefit from emergency

preparedness and response, climate adaptation and national shock response

programmes and social protection systems through which they receive timely

assistance from the Government, WFP and partners.

➢ Food-insecure populations (tier 3) benefit from enhanced Government capacity to

manage supply chains and thus receive adequate and timely assistance from the

Government, WFP and partners.

➢ Food-insecure populations (tier 3) benefit from effective policies and engagement with

civil society on food security and resilience, nutrition and social protection that ensure

consistent assistance from the Government, WFP and partners.

Key activity

Activity 6: Build and enhance the capacity of central and local government in food and nutrition security

analysis, emergency preparedness and response, supply chain management, and gender transformative

safety-net programme design and management.

A comprehensive capacity-development strategy based on a needs assessment will be

developed in cooperation with the Government with a baseline for monitoring progress.

A multi-tier approach will targeting national and sub-national government institutions and

community non-governmental organizations (NGOs). Capacity strengthening will include

training, technical support and policy support in areas such as food and nutrition security

analysis, emergency preparedness and response, supply chain management and

gender-transformative safety-net programme design and management.

This activity will directly benefit institutions and NGOs through improvement of their

capacities, tools and processes and thus their ability to tackle food insecurity and

malnutrition in a sustainable and gender-transformative manner. Food-insecure

populations will benefit indirectly. Girls and women will be trained in gender policies,

women's empowerment and food and nutrition security.

WFP will work to enhance national capacity in emergency response and preparedness

through technical support for individuals and organizations in policy, organizational

structuring and accountability, contingency and response plans, procurement, supply

chains and logistics management. WFP will support the Government in collaborating with

United Nations agencies and other partners and act as a leading player for the supply chain

working group.

WFP/EB.2/2018/8-A/9 18

WFP will form a coalition of partners based on existing partnerships with government

ministries, FAO, IFAD, UNICEF, UN-Women, WHO, the Office for the Coordination of

Humanitarian Affairs, UNFPA, NGOs, civil society and regional and international

development institutions. Exploiting stakeholders' comparative advantages will help to

prevent duplication and create an enabling environment for delivering capacity-building for

food and nutrition security, social protection and agricultural development.

3.3 Transition and exit strategies

During the CSP period, WFP will increasingly focus on strengthening national capacity with

a view to the gradual transfer of school feeding, nutrition and targeted food assistance

beneficiaries to the Government as it adopts a leading role in administering programmes.

As the R4 initiative is extended to Matam, Kaolack and Fatick regions, the number of strategic

outcome 3 beneficiaries will increase in line with the proposal approved by the

Green Climate Fund to expand the geographical coverage of resilience activities to the north

of the country. The collaboration with the CNSA Executive Secretary as a Green Climate Fund

(GCF) co-executing entity will allow WFP to assist the Government in scaling up the national

resilience strategy.42 The exit strategy is aimed at integrating and mainstreaming the R4

approach into local development plans and government social-protection programmes and

safety nets.

Capacity strengthening will include training, technical and material support, peer-exchange

and learning visits to support zero hunger through South–South cooperation and support

for policy development. It will also be part of the school meals, nutrition and resilience-

building programmes, which will be complemented by a separate capacity-strengthening

activity covering nutrition security analysis, supply chain management, gender-

transformative programming, social protection and emergency preparedness and

response. To enable households to graduate from food assistance WFP will provide

complementary resilience building services such as asset creation, insurance, and income-

generation and access to credit and will connect them with markets to reinforce their

household food security and increase their productivity and incomes. Synergies will be

sought between WFP, government and partner activities at the community level.

During the first year of the CSP, WFP will work with the Government to carry out a needs

assessment to establish a baseline. The country office will ensure that it has the appropriate

staff and expertise for its capacity-strengthening activities and will complement its own

capacity with that of partners, particularly United Nations agencies. Its participation in the

gender transformation programme43 will increase its expertise in gender equality issues.

WFP will collaborate with the Government in developing a transition and exit strategy and

annual operational plans that will include indicators and a suitable monitoring system. The

option of government financial support for activities delivered by WFP on its behalf will be

explored.

42 A part of the overall CNSA vision for new resilient territories (nouveaux territoires résilients) launched in 2017.

43 The gender transformation programme is the mechanism through which WFP will deliver on its commitment to

integrate “gender equality and women’s empowerment into all of its work and activities, to ensure that the different food

security and nutrition needs of women, men, girls and boys are addressed”.

WFP/EB.2/2018/8-A/9 19

4. Implementation arrangements

4.1 Beneficiary analysis

TABLE 1: FOOD AND CASH TRANSFER BENEFICIARIES BY

STRATEGIC OUTCOME AND ACTIVITY (USD)

Strategic outcome Activity Women and girls Men and boys Total

1 1 38 250 36 750 75 000

2 150 200 144 300 294 500

2 3 226 160 138 340 364 500

4 0 0 0

3 5 137 700 132 300 270 000

4 6 0 0 0

Total 552 310 451 690 1 004 000

Vulnerable communities will be selected for seasonal assistance on the basis of food

security and nutrition assessments and consultations. The school meals programme will

target regions with high food insecurity and poor education outcomes. The targeting of

nutrition activities will be based on a 2017 standardized monitoring and assessment of relief

and transitions survey, which showed high wasting rates in the north and high stunting rates

in the east where targeted supplementary feeding and blanket supplementary feeding will

be implemented, and in the south where complementary feeding will be implemented.

Food security assessments conducted by WFP and the Government from 2010 to 2016 using

the three-pronged approach will be used to identify livelihood activities to increase climate

change resilience in vulnerable rural communities, especially among small-scale farmers.

A multi-tiered approach will be used for capacity-strengthening activities, targeting

government institutions and community-based organizations. Participating institutions,

including NGOs, will benefit directly from improved skills, tools and processes. Food-

insecure populations will benefit indirectly from improved management of programmes

addressing food insecurity and malnutrition.

Vulnerable populations will benefit directly from capacity-building in financial inclusion,

income-generation and asset-creation activities that will increase their resilience to climate

shocks. Women participants will continue to benefit from women’s empowerment activities

under the R4 initiative.

All beneficiaries will be registered in WFP’s SCOPE digital beneficiary and transfer

management system; WFP will work with the Government to ensure that SCOPE is

compatible with the national single registry.

A holistic approach will be taken to including women and girls, young people,

disabled people, households affected by HIV/AIDS and other disadvantaged groups. In

addition to being included as beneficiaries, with at least 50 percent women targeted in all

activities, institutional capacity strengthening will include raising awareness of the

importance of women’s roles in food security and nutrition; disadvantaged groups including

women will assume decision-making roles and participate in economic development

activities.

WFP/EB.2/2018/8-A/9 20

4.2 Transfers

Food and cash-based transfers

TABLE 2: FOOD RATION (g/person/day) or CASH-BASED TRANSFER VALUE (USD/person/day) BY STRATEGIC

OUTCOME AND ACTIVITY

Strategic outcome 1 Strategic outcome 2 Strategic outcome 3

Activity 1 Activity 2 Activity 3 Activity 5

Beneficiary type All Students

(primary

schools)

Students

(primary

schools)

Children

(6-23 months);

children

(6-59 months); PLW

All

Modality CBTs CBTs Food Food CBTs

Cereals 60

Pulses 16

Oil 6 25

Salt 4

Fish 26

Supercereal 48 200/250

Supercereal plus 100

Plumpy’Sup 92

Total kcal/day

% kcal from protein

Cash

(USD/person/day)

0.35 0.15 0.27/1.83

Number of feeding

days per year

90 95 41 60/180 50/10

TABLE 3: TOTAL FOOD AND CASH-BASED TRANSFER REQUIREMENTS AND VALUES

Food type/cash-based transfers Total (mt) Total (USD)

Cereals and rice 1 653 907 1 043 615

Canned fish 716 693 2 860 795

Supercereal 9 405 854 5 000 427

Ready-to-use supplementary food 883 200 2 321 050

Iodized salt 110 260 9 923 443

Vegetable oil 643 891 678 660 819

Pulses and beans 441 042 453 391 094

Total (food) 13 854 12 367 862

Cash-based transfers - 24 097 110

Total (food and cash-based transfer value) 13 854 36 464 972

WFP/EB.2/2018/8-A/9 21

Capacity strengthening, including South–South cooperation

Capacity development and technical assistance implemented in all strategic outcomes

support the shift away from direct implementation by WFP. Partnerships with ministries will

ensure that training and support are directed to national ownership and sustainability.

A multi-tiered approach will be used to strengthen capacity at the national and sub-national

levels of government and work with community-based NGOs and groups.

WFP will facilitate exchanges of knowledge and expertise through South–South cooperation

with the centre of excellence against hunger in Brazil to strengthen national and

community-level capacities for managing the school meals programme. Other South–South

partnership options will be explored with the WFP centres of excellence in China and

in India.

4.3 Supply Chain

WFP will deliver a combination of CBTs, food and specialized nutritious foods purchased

locally or internationally for its activities. Supply chain networks for food and CBTs are

well-established in Senegal. WFP transport services will be contracted with private-sector

companies to maximize cost-efficiency through the use of the existing supply chain (storage,

facilities, supply chain network) of the Food Security Commission (Commissariat à

la sécurité alimentaire, or CSA), which leads national food security operations. WFP will

explore supply-chain technologies and innovations with private-sector organizations.

For the distribution of in-kind food the supply-chain team will optimize planning, end-to-end

visibility and cost-efficiency through efficient storage and supply chain network design and

preparedness, including standby agreements, and the efficient use of the Global Commodity

Management Facility (GCMF), in close collaboration with its partners. WFP will work with

cooperating partners to strengthen their capacity in distribution, storage, transportation

and information tracking and reporting.

WFP will track food using its Logistics Execution Support System and COMET. Supply chain

functions will be significantly expanded to reflect accrued responsibilities with regard to

CBTs: this will include analysis of procurement options, assessment of retail and logistics

operations, contracting with organizations such as financial service providers, retailers and

wholesalers, as well as cost-efficiency analyses and retail market capacity strengthening.

WFP will support smallholder farmers and promote value chains by strengthening local

supply chain capacity via technical, material or food assistance for training (FFT), improving

agricultural productivity, reducing post-harvest loss and strengthening farmer associations’

capacity and management, with links to activity 5.

WFP will work with the CSA in managing national and regional grain reserves and will provide

capacity-building in procurement, transport, warehouse and stock management and value

chains as part of emergency preparedness and response activities.

4.4 Country office capacity and profile

WFP will maintain its field presence in Kolda region to cover activities in the south and east.

The country office in Dakar will cover activities implemented in central and northern areas.

A staff skills review was carried out to ensure that staff capacities are aligned with

CSP activities; some new and higher-graded positions were identified to reinforce staff

capacities.

Capacity strengthening will be included in the performance plans for heads of units. Along

with the expertise of existing country office staff, the new structure and skills identified will

ensure effective delivery of planned activities while providing the necessary capacity

strengthening for the Government.

WFP/EB.2/2018/8-A/9 22

Women occupy 35 percent of staff positions. WFP will address the gap in recruiting new staff

and will continue to foster a performance culture through training and clarification of roles

and responsibilities.

WFP will develop and implement an occupational health and safety system, including

wellness committees and health-promotion activities with partners. Due consideration will

be given to national safety and health standards.

4.5 Partnerships

WFP will leverage its long-term relationship as a trusted partner of the Government to

achieve maximum progress towards a shared vision for 2030. The main partners will be the

ministries responsible for agriculture, health, education, social affairs, the environment and

sustainable development, women and family affairs, women's entrepreneurship

and micro-finance.

WFP will also work with complementary actors and private-sector organizations to help the

Government to develop social safety nets, monitoring systems and resource mobilization

under SDG 2.

WFP will work with FAO and IFAD in livelihood activities, post-harvest management and

storage, asset creation, smallholder insurance and climate services.

Other partners will include UNICEF, WHO, UNDP, UNFPA, UN-Women and regional and

international development institutions to provide technical assistance and capacity-building

in line with the government priorities. WFP is developing its relationships with the

International Organization for Migration and Humanity and Inclusion – an independent

charity in the United Kingdom – to address the links between food security, migration

and disability.

5. Performance management and evaluation

5.1 Monitoring and evaluation arrangements

WFP will support the Government in strengthening its reporting and data-collection systems,

its capacity to monitor progress towards zero hunger targets and the gender-responsive

element of its monitoring and evaluation. A monitoring and evaluation plan and strategy will

guide the country office in this area.

Baseline data and targets will be established within three months of activity start dates.

Output data, including gender-and-age disaggregated data on the number of beneficiaries

receiving CBTs and in-kind food transfers, will be collected at each distribution. Processes,

outcomes and cross-cutting indicators will be monitored through post-distribution and

outcome assessments. Joint outcome monitoring will be planned with partners and the

Government. Information will be shared with partners through reporting and annual review

meetings.

Protection and accountability to affected populations and gender will be part of all

monitoring and evaluation, from monitoring of the participation of women and

disadvantaged groups to the eventual assessment of any outcome benefits realized by

them. A beneficiary feedback mechanism has been established and a report is prepared

monthly on issues of possible misconduct or beneficiary protection for immediate attention

of managers.

COMET and smart online monitoring technology will enable the efficient collection and

analysis of data. To enhance efficiency WFP will contract with third parties to monitor

activities in the north.

WFP/EB.2/2018/8-A/9 23

A mid-term review in 2021 will assess progress towards objectives and identify necessary

adjustments to the CSP. An independent country portfolio evaluation in 2022 will assess

accountability in the CSP and inform the orientation of future CSPs.

Two decentralized evaluations in 2021 and 2022 will assess partnerships,

capacity strengthening, home-grown school feeding and livelihood support to prepare for

hand-over and transition plans. SABER44 exercises every two years will monitor the progress

of school feeding. A monitoring, review and evaluation plan will guide monitoring and

evaluation activities. Adequate resources have been budgeted for monitoring

and evaluation.

5.2 Risk management

Contextual risks

The main contextual risks are natural disasters (drought; localized floods; locust infestation);

lack of capacity in communities and decentralized government services; and insecurity,

which could lead to influxes of refugees among other problems. Mitigation efforts include

assisting the Government in establishing an early-warning system, including the

development of government and community capacity in emergency preparedness and

response, and crop insurance for smallholders. WFP works with the United Nations

Department of Safety and Security to monitor security threats and complies with all

United Nations security standards. Contingency plans for rapid scale-up are in place to

mitigate disruptions caused by insecurity or shocks.

Programmatic risks

The main programmatic risks are failure to achieve transformational change for targeted

communities and beneficiaries due to a failure to integrate activities; resistance to the

gender-transformative approach; and failure to sustain an adequate level of delivery of

activities in the shift to government-led management. WFP will build on lessons learned

from the R4 initiative on integrated community led programming, and is working with other

United Nations agencies to develop the UNDAF to ensure synergies among United Nations

partners. WFP will establish operational agreements with the Government to establish

shared expectations; capacity-strengthening plans will include clearly defined outputs and

milestones.

Institutional risks

Institutional risks include inadequate financial support; and misconduct such as the

diversion of food or the misuse of cash. Mitigation measures will include broadening and

strengthening the funding base and joint fundraising with government and United Nations

agencies. WFP will ensure that control systems such as systematic monitoring and

community and beneficiary feedback systems are in place.

44 SABER: Systems Approach for Better Education Results.

WFP/EB.2/2018/8-A/9 24

6. Resources for Results

6.1 Country portfolio budget

TABLE 4: COUNTRY PORFOLIO BUDGET (USD)

Strategic

outcome

Year 1 Year 2 Year 3 Year 4 Year 5 Total

2019 2020 2021 2022 2023

1 10 192 134 7 841 676 4 545 822 3 939 942 3 051 041 29 570 865

2 3 503 972 3 535 351 2 582 153 2 627 527 2 034 869 14 283 872

3 3 311 960 3 953 340 4 732 110 4 866 010 5 657 169 22 520 589

4 2 381 410 1 562 658 1 453 786 1 443 833 1 581 481 8 423 168

Total 19 389 725 16 893 024 13 313 872 12 877 312 12 324 560 74 798 493

6.2 Resourcing outlook

WFP received USD 125 million in funding for Senegal between 2012 and 2017, but during

that period funding declined and became less predictable.

Recently, however, the success of the R4 initiative and the introduction of innovative

community-led resilience tools have created a positive environment for resource

mobilization. WFP is re-positioning to complement government social-protection and

rural-development programmes, which has sparked the possibility of government support.

In 2017, the country office became the first WFP country office to receive funding from

the Green Climate Fund – USD 10 million for 2019–2022 – enabling WFP to support the

Government’s resilience and climate-change programmes. The zero hunger strategic review

raised WFP’s profile and improved its position with government partners. Ministries and

government agencies will work with WFP to mobilize resources. WFP is seeking funds to

support school meals from the United States Department of Agriculture’s McGovern-Dole

programme.

The CSP constitutes a multi-year framework that will enable WFP to forge robust long-term

partnerships with the Government, United Nations agencies and other stakeholders to

contribute to achieving zero hunger by 2030. On the basis of these positive developments,

WFP aims to mobilize USD 75 million for implementation of the CSP.

If the expected funding does not materialize WFP will prioritize resilience activities, for

which Green Climate Fund resources have been secured. School meals and

capacity-building, supported by Canada and Luxembourg in recent years, will also be

prioritized to continue WFP’s mission of enhancing the capacity of government institutions

to establish sustainable national home-grown school meals programmes.

6.3 Resource mobilization strategy

Since early 2018 WFP has been building on the momentum generated by the zero hunger

strategic review by engaging in discussions with potential new donors to diversify its donor

portfolio. In addition to maintaining strong relationships with the United States of America,

Canada, France and Luxembourg, who have reliably provided funding in the past, WFP will

seek new resources through mechanisms such as South–South cooperation and in

the private sector. Private foundations such as the Qatar Foundation, MasterCard and the

Bill & Melinda Gates Foundation will also be approached to support school meals and other

activities. Partnerships for rural development are being explored with the

African Development Bank. Joint initiatives and proposals such as collaboration with

the Government and other United Nations agencies will be considered.

WFP/EB.2/2018/8-A/9 25

WFP will strengthen its engagement with the Government for joint fundraising and

South-South cooperation opportunities and will explore direct government funding.

Discussions have begun with the Government on funding WFP to enable implementation of

the national school feeding programme.

WFP/EB.2/2018/8-A/9 26

LOGICAL FRAMEWORK FOR SENEGAL COUNTRY STRATEGIC PLAN (2019–2023)

Strategic Goal 1: Support countries to achieve zero hunger

Strategic Objective 1: End hunger by protecting access to food

Strategic Result 1: Everyone has access to food

Strategic outcome 1: Food-insecure populations in targeted areas, including

school-aged children, have access to adequate and nutritious food all year.

Outcome category: maintained/enhanced

individual and household access to

adequate food

nutrition-sensitive

Focus area: resilience-building

Assumptions

Resources available as required

Project areas are accessible and safe

Cooperating partners have the required capacities

Other complementary services are provided by other stakeholders

Outcome indicators

Attendance rate

Consumption-based coping strategy index (percentage of households with reduced CSI)

Drop-out rate

Enrolment rate

Food consumption score

Food expenditure share

Gender ratio

Graduation rate

WFP/EB.2/2018/8-A/9 27

Livelihood-based coping strategy index (percentage of households using coping strategies)

Retention rate

Activities and outputs

2. Provide nutritious school meals to vulnerable children in targeted departments during the school year in a way that relies on

and stimulates local production (home-grown school feeding). (SMP: School meal activities)

Children attending pre-schools and primary schools (tier 1) receive timely and adequate school meals that meet their food and

nutrition requirements and promote school enrolment and attendance. (A: Resources transferred)

Children attending pre-schools and primary schools (tier 1) receive timely and adequate school meals that meet their food and

nutrition requirements and promote school enrolment and attendance. (B: Nutritious foods provided)

Food-insecure people benefit from enhanced national, local government and community capacity to implement home- grown school feeding

and nutrition. (C: Capacity development and technical support provided)

1. Provide seasonal food or CBT assistance to complement the Government's social transfers to food-insecure populations.

(URT: Unconditional resource transfers to support access to food)

Targeted beneficiaries (tier 1) receive timely and adequate food or CBTs that meet their food and nutrition requirements.

(A: Resources transferred)

Strategic Objective 2: Improve nutrition

Strategic Result 2: No one suffers from malnutrition

Strategic outcome 2: Vulnerable populations in targeted departments, including

children, pregnant and lactating women and girls and other nutritionally

vulnerable individuals, have improved nutritional status all year.

Outcome category: improved consumption of

high-quality, nutrient-dense foods among

targeted individuals

Focus area: resilience-building

WFP/EB.2/2018/8-A/9 28

Assumptions

Health, education and protection ensured by the Government and partners

No major disease outbreaks during implementation

Outcome indicators

Moderate acute malnutrition (MAM) treatment default rate

MAM treatment mortality rate

MAM treatment non-response rate

MAM treatment recovery rate

Minimum dietary diversity – women

Proportion of children 6–23 months of age who receive a minimum acceptable diet

Proportion of eligible population that participates in programme (coverage)

Proportion of target population that participates in an adequate number of distributions (adherence)

Proportion of trainers who retain key nutrition skills

Activities and outputs

3 Provide beneficiaries with specialized nutritious foods and programmes such as SBCC to prevent and treat acute and chronic malnutrition.

(NPA: Malnutrition prevention activities)

Targeted beneficiaries including mothers of children aged 6–59 months, adolescent girls, PLWG and other nutritionally-vulnerable individuals

living with HIV (tier 2) receive nutrition education and social and behaviour change communications to improve nutrition practices and

prevent malnutrition. (E: Advocacy and education provided)

Targeted children aged 6–23 months and pregnant and lactating women and girls (tier 1) receive adequate and timely specialized nutritious

foods to prevent moderate acute malnutrition and stunting. (A: Resources transferred)

WFP/EB.2/2018/8-A/9 29

Targeted children aged 6–23 months and pregnant and lactating women and girls (tier 1) receive adequate and timely specialized nutritious

foods to prevent moderate acute malnutrition and stunting. (B: Nutritious foods provided)

Targeted children aged 6–59 months and pregnant and lactating women and girls (tier 1) receive adequate and timely specialized nutritious

foods to treat moderate acute malnutrition and stunting. (A: Resources transferred)

Targeted children aged 6–59 months and pregnant and lactating women and girls (tier 1) receive adequate and timely specialized nutritious

food to treat moderate acute malnutrition and stunting. (B: Nutritious foods provided)

4. Support the Government in addressing micronutrient deficiencies and enhance the availability of diverse, safe and healthy foods. (CSI: Institutional

capacity-strengthening activities)

Vulnerable groups (tier 3) benefit from enhanced local capacity for the production of safe, high-quality and nutritious local and fortified foods to prevent

micronutrient deficiencies. (C: Capacity development and technical support provided)

Strategic Objective 3: Achieve food security

Strategic Result 4: Food systems are sustainable

Strategic outcome 3: Food-insecure populations and communities exposed to

climate shocks and other risks in targeted areas have resilient livelihoods and

sustainable food systems all year.

Outcome category: improved household

adaptation and resilience to climate and

other shocks

Focus area: resilience-building

Assumptions

Local production and marketing are efficient

Market prices are stable

Local products meet requirements at competitive prices

WFP/EB.2/2018/8-A/9 30

Outcome indicators

Consumption-based coping strategy index (percentage of households with reduced CSI)

Dietary diversity score

Food consumption score

Food expenditure share

Livelihood-based coping strategy index (percentage of households using coping strategies)

Percentage of households using weather and climate information for decision-making on livelihoods and food security

Percentage of households who integrate adaptation measures in their activities/livelihoods

Proportion of targeted communities where there is evidence of improved capacity to manage climate shocks and risks

Proportion of the population in targeted communities reporting benefits from an enhanced livelihoods asset base

Proportion of the population in targeted communities reporting environmental benefits

Rate of post-harvest losses

Value and volume of pro-smallholder sales through WFP-supported aggregation systems

Activities and outputs

5. Provide livelihood and climate adaptation support to targeted groups through an integrated risk management approach, and linkages to

market opportunities. (CAR: Climate adaptation and risk management activities)

Targeted beneficiairies (tier 1) benefit from timely food assistance for assets creation that meets their short-term food and nutrition needs

and improves their resilience. (A: Resources transferred)

Targeted populations (tier 2) benefit from assets built or improved and other livelihood support interventions that enhance their productivity

and resilience to recurrent climate shocks. (D: Assets created)

Targeted smallholders and their households (tier 2) benefit from climate adaptation measures such as agricultural insurance, climate services

and village cereal banks that increase their adaptation to climate change. (G: Linkages to financial resources and insurance services facilitated)

WFP/EB.2/2018/8-A/9 31

Targeted smallholders benefit from value-chain support that increases their access to market opportunities through links with the

private sector and institutional feeding programmes. (F: Purchases from smallholders completed)

Strategic Goal 2: Partner to support implementation of the SDGs

Strategic Objective 4: Support SDG implementation

Strategic Result 5: Countries have strengthened capacity to implement the SDGs

Strategic outcome 4: National and local institutions have strengthened

capacities to manage food and nutrition security, social protection and

resilience-building programmes by 2023.

Outcome category: enhanced capacities of

public- and private-sector institutions and

systems, including local responders,

to identify, target and assist food-insecure and

nutritionally vulnerable populations

Focus area: resilience-building

Assumptions

Human resources are of adequate quantity and quality

Interest on the part of the institutions

Outcome indicators

Emergency preparedness capacity index

National capacity index (school meals)

Zero hunger capacity scorecard

WFP/EB.2/2018/8-A/9 32

Activities and outputs

6. Build and enhance the capacity of central and local government in food and nutrition security analysis, emergency preparedness

and response, supply chain management and gender transformative safety-net programme design and management. (CSI:

Institutional capacity strengthening activities)

Food-insecure populations (tier 3) benefit from effective policies and engagement with civil society on food security and resilience, nutrition

and social protection that ensure consistent assistance from the Government, WFP and partners. (I: Policy engagement strategies

developed/implemented)

Food-insecure populations benefit from enhanced Government capacity to manage supply chains and thus receive adequate and

timely assistance from the Government, WFP and partners. (C: Capacity development and technical support provided)

Food-insecure individuals and communities (tier 3) benefit from emergency preparedness and response, climate adaptation and national

shock response programmes and social protection systems through which they receive timely assistance from the Government, WFP

and partners. (C: Capacity development and technical support provided)

WFP/EB.2/2018/8-A/9 33

Strategic Goal 1: Support countries to achieve zero hunger

C.1. Affected populations are able to hold WFP and partners accountable for meeting their hunger needs in a manner that reflects their views and

preferences

Cross-cutting Indicators

C.1.1: Proportion of assisted people informed about the programme (who is included, what people will receive, length of assistance)

C.1.2: Proportion of project activities for which beneficiary feedback is documented, analysed and integrated into programme

improvements

C.2. Affected populations are able to benefit from WFP programmes in a manner that ensures and promotes their safety, dignity and integrity

Cross-cutting indicators

C.2.1: Proportion of targeted people accessing assistance without protection challenges

C.3. Improved gender equality and women’s empowerment among WFP-assisted population

Cross-cutting indicators

C.3.1: Proportion of households where women, men, or both women and men make decisions on the use of food/cash/vouchers,

disaggregated by transfer modality

C.3.2: Proportion of food assistance decision-making entity – committees, boards, teams, etc. – members who are women

C.3.3: Type of transfer (food, cash, voucher, no compensation) received by participants in WFP activities, disaggregated by sex and type of

activity

C.4. Targeted communities benefit from WFP programmes in a manner that does not harm the environment

Cross-cutting indicators

C.4.1: Proportion of activities for which environmental risks have been screened and, as required, mitigation actions identified

WFP/EB.2/2018/8-A/9 34

ANNEX II

INDICATIVE COST BREAKDOWN BY STRATEGIC OUTCOME (USD)

Strategic Result 1/

SDG Target 2.1

Strategic Result 2/

SDG Target 2.2

Strategic Result 4/

SDG Target 2.4

Strategic Result 5/

SDG Target 17.9

Total

Strategic outcome 1 Strategic outcome 2 Strategic outcome 3 Strategic outcome 4

Focus area Resilience-building Resilience-building Resilience-building Resilience-building

Transfers 23 803 992 11 038 145 16 931 370 7 215 067 58 988 575

Implementation 1 865 260 1 310 532 2 442 012 65 000 5 682 804

Adjusted direct

support costs

2 096 819 1 063 409 1 772 710 629 010 5 561 949

Subtotal 27 766 071 13 412 086 21 146 093 7 909 078 70 233 327

Indirect support

costs (6.5%)

1 804 795 871 786 1 374 496 514 090 4 565 166

Total 29 570 865 14 283 872 22 520 589 8 423 168 74 798 493

WFP/EB.2/2018/8-A/9 35

Acronyms used in the document

CBT cash-based transfer

CLM Committee for the Fight Against Malnutrition

(Cellule de lutte contre la malnutrition)

CNAAS National Agriculture Insurance Company of Senegal

(Compagnie nationale d’assurance agricole du Sénégal)

CNSA National Council for Food Security (Conseil national de sécurité alimentaire)

CSP country strategic plan

DGPSN National Delegation for Social Protection and Solidarity

(Délégation à la protection sociale et à la solidarité nationale)

FAO Food and Agriculture Organization of the United Nations

FFA food assistance for assets

GAM global acute malnutrition

IFAD International Fund for Agricultural Development

MAM moderate acute malnutrition

NGO non-governmental organization

R4 Rural Resilience Initiative

SBCC social and behaviour change communication

SDG Sustainable Development Goal

UNDAF United Nations development assistance framework

UNFPA United Nations Population Fund

UNICEF United Nations Children’s Fund

WHO World Health Organization

CSP-EB22018-16687E-RTR-17056E.docx